Скачать презентацию Joint Parts Management Contract Clause Subcommittee Presented Скачать презентацию Joint Parts Management Contract Clause Subcommittee Presented

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 Joint Parts Management Contract Clause Subcommittee Presented by: HQ DCMA PSMC and DMSMS Joint Parts Management Contract Clause Subcommittee Presented by: HQ DCMA PSMC and DMSMS October 2007 3/16/2018

Overview Briefing Agenda • Background • Who are we? (video) • How/Why are we Overview Briefing Agenda • Background • Who are we? (video) • How/Why are we related to this effort? • What have we done to date? (Charter/Portal) • Challenge/Opportunity to Participate 3/16/2018

DCMA is a Team Member. . . In the defense acquisition community Secretary of DCMA is a Team Member. . . In the defense acquisition community Secretary of Defense Under Secretary of Defense (Acquisition, Technology, & Logistics) Chairman Joint Chiefs of Staff Army Navy Air Force DCMA Marine Corps

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International Division DCMA N. Europe United Kingdom DCMA Americas DCMA West DCMA East . International Division DCMA N. Europe United Kingdom DCMA Americas DCMA West DCMA East . DCMA Pacific Canada HQ DCMAI DCMA S. Europe Israel DCMA IRAQ Italy DCMA Middle East Korea Singapore Germany Japan Australia New Zealand Iraq Kuwait Saudi Arabia Egypt 3/16/2018

Contingency Contracting Administrative Services (CCAS) Balkans - Mission ended 1 Sep 2005 Iraq Afghanistan Contingency Contracting Administrative Services (CCAS) Balkans - Mission ended 1 Sep 2005 Iraq Afghanistan Uzbekistan Mission ended FY 06 64 14 Kuwait Djibouti Iraq 36 Mil / 28 Civ 2 Philippines 1 Qatar Afghanistan 10 Mil / 4 Civ 8 1 (Feb on site #) Qatar 1 Mil / 0 Civ Total 90 Kuwait 6 Mil / 2 Civ Philippines 1 Mil / 0 Civ Djibouti 1 Mil / 1 Civ Mission ends in FY 06 3/16/2018

Mission and Vision • Mission - DCMA Provides Customer- Focused Acquisition Life Cycle and Mission and Vision • Mission - DCMA Provides Customer- Focused Acquisition Life Cycle and Combat Support to Ensure Readiness, Worldwide 24/7 • Vision - The Indispensable Partner, Chosen By Our Customers For the Best Solutions We are Do. D's contract manager, responsible for ensuring Federal acquisition programs (systems, supplies, and services) are delivered on time, within projected cost or price, and meet performance requirements. 3/16/2018

Worldwide Acquisition Impact Scope of Work Span of Control - $1, 773 B Face Worldwide Acquisition Impact Scope of Work Span of Control - $1, 773 B Face Value of Contracts - 17, 048 Contractors - 305, 488 Contracts - $154 B Unliquidated Obligations - All ACAT 1 and 2 programs - Flight Operations (1, 150 Aircraft/yr) - $94 B Gov’t property in plant - $8 B Progress Payments - $16 B Performance Based Payments - 9, 511 civilian professionals -- ACOs, PI, QA, Engr, IS, Prop - 900+ Locations - 600+ Military (~420 Active Duty) - 50 Major Field Commands - $1. 1 B Budget Authority - $27 B Reimbursable w/FMS - Combat Support Agency as of 10/13/06 (Parts A&B/Sections 1 -4) 3/16/2018

Key Capabilities • Fraud Deterrence, Mitigation and Remediation • Contract Safety • Industrial Analysis Key Capabilities • Fraud Deterrence, Mitigation and Remediation • Contract Safety • Industrial Analysis • Acquisition Management of Special Access Programs • Management of Maintenance and Overhaul for Aviation Assets • Management of Government Property in Contractor possession (including plant clearance) • Global Supplier Management • Earned Value Management • Safe and effective Flight Operations at Contractor Facilities • Business and financial analysis functions to include DCEs, CIPR, FPRA and corporate systems approvals (ERP, EVMS, purchasing, etc. ) • Product Assurance • Management of Navy Special Emphasis Programs 3/16/2018

Industrial Analysis Mission Lead Defense Department Industrial Capability/Surge Analyses for Major Weapon Systems Acquisition, Industrial Analysis Mission Lead Defense Department Industrial Capability/Surge Analyses for Major Weapon Systems Acquisition, Technology, Readiness and Homeland Defense Programs Directly Supports Do. D Initiatives and DCMA’s Acquisition and Combat Support Missions Strengthen the Industrial Base 3/16/2018

Industrial Analysis Functions • Supplier Reliability and DMSMS issues • Planning for and Maintaining Industrial Analysis Functions • Supplier Reliability and DMSMS issues • Planning for and Maintaining Military Readiness • Preservation of Essential/Unique Industrial Capabilities • Defense Critical Infrastructure Program • Informed Defense Industrial Base Investment Decisions • Weapon System Economic/Cost Considerations • Acquisition Strategies • Maintaining Future Competitive Industrial Base 3/16/2018

Product Assurance • Agency Product Assurance Strengths • Mature Workforce Knowledgeable of an Embedded Product Assurance • Agency Product Assurance Strengths • Mature Workforce Knowledgeable of an Embedded in the Supplier Base • Timely Acceptance of Products and Services Meeting Customer Expectations • Product Assurance Surveillance • Tailored to the Acquisition Phases and our Segmented Customer Base • Focused on Product Criticality and Complexity • Continued Emphasis on High and Moderate Risk Work • Critical Safety Items • Critical and Complex Products • Transition from Low Risk Work • Exception Based Surveillance of Non-Critical, Non-Complex Products • Surveillance When Necessary Based on Negative Contractor Performance 3/16/2018

DMSMS/PMP Policy Update planned for our GIDEP& PMP Guidebook policy to incorporate DMSMS & DMSMS/PMP Policy Update planned for our GIDEP& PMP Guidebook policy to incorporate DMSMS & Parts Management wisdom gained in this activity; policy may include: • Teaming & Encouraging Contractor – recommend reporting DMSMS • Partner with AIA, NDIA (Industry Associations) to encourage Industry sharing of DMSMS information; Encourage Industry Associations as conscience of industry • Request Contractors and Program Managers to spell out the BOM and Discontinuance Reporting, perhaps as a CDRL 3/16/2018

Obsolescence Mngt. Initiatives • GIDEP Module for Shared data Warehouse (SDW) • Hosting DMSMS Obsolescence Mngt. Initiatives • GIDEP Module for Shared data Warehouse (SDW) • Hosting DMSMS Knowledge Sharing Portal (DKSP) • Army INFO System Transition • GIDEP Transformation • Lean DMSMS Process te a u d a In q e 3/16/2018

Benefits Increasing Slowing 3/16/2018 Benefits Increasing Slowing 3/16/2018

Not Shared by All 3/16/2018 Not Shared by All 3/16/2018

Inconsistent Benefit in Industry $92. 5 M $19. 8 M 3/16/2018 Inconsistent Benefit in Industry $92. 5 M $19. 8 M 3/16/2018

OSD Energize & Challenge … • AIA, NDIA (Industry Association Partnership) to … “… OSD Energize & Challenge … • AIA, NDIA (Industry Association Partnership) to … “… drive and be the conscience of Industry to share information and do the right thing … even though it is not in some DFAR’s Clause!” • Use BOM/Batch Match & Report Discontinuances • … Program Managers to spell out the BOM and Discontinuance Reporting as a CDRL’s. . . 3/16/2018

Related GIDEP Policy • Team with our Contractors to: • Confront escalating concern over Related GIDEP Policy • Team with our Contractors to: • Confront escalating concern over nonconforming material entering the Do. D Logistics System • Engage Government-Industry Data Exchange Program (GIDEP) for early warning of nonconformance, DMSMS & quality escapes • Recognize: • Less than active participation in GIDEP & it’s DMSMS resources • Need to conform with existing policy - Office of Federal Procurement Policy (OFPP) 91 -3 • An integrated Instruction was needed • Relate general DCMA GIDEP policy with DCMA's Contract Integrity Center (CIC) legal staff, the Inspector General Safety Alerts and improve internal collaboration/communications (DCMA Forum) 3/16/2018

Our DCMA GIDEP “Instruction” • DCMA activities shall participate • CMO specialists who become Our DCMA GIDEP “Instruction” • DCMA activities shall participate • CMO specialists who become aware of nonconforming products/processes shall report their findings to the DCMA GIDEP • The criteria for issuance of an AAN-L and a PA are: • Potentially nonconforming products/processes do not OFPP meet the requirements of contracts … 91 -3 • Continued supply or use of these products/processes could adversely affect other Government agencies 3/16/2018

Our Tasks from DSPO • Examine participation with DSPO • Joint team: expertise from Our Tasks from DSPO • Examine participation with DSPO • Joint team: expertise from PSMC & DMSMS communities • Study & refine successful Contract Clauses & Instruments • Collect a database of clauses/instruments cited (by Prog. Mngt. . ) as being instrumental in DMSMS / Parts Management success. • Establish a Team Portal for discussions, document collection & participant surveys 3/16/2018

Joint Committee, Why? 3/16/2018 Joint Committee, Why? 3/16/2018

Parts Mngt & DMSMS Relationships We must update contract language to incorporate DMSMS & Parts Mngt & DMSMS Relationships We must update contract language to incorporate DMSMS & Parts Management issues Parts management will be incorporated in all contracts for new/major mods for Do. D systems: • Parts Management Plan (PMP) required as part of Systems Engineering Master Plan • Contractor PMP approved based on parts selection for reliability, quality, and standardization, and to minimize impact of part obsolescence 3/16/2018

Draft Charter • Chartered by DSPO as a joint subcommittee of both: • Do. Draft Charter • Chartered by DSPO as a joint subcommittee of both: • Do. D Diminishing Manufacturing Sources and Material Shortages (DMSMS) Working Group (DMSMSWG) and the • Parts Standardization and Management Committee (PSMC) • Advise DSPO in the development of policy related to parts management … specifically related to contract clauses, instruments and best practices, successful in mitigating DMS/Obsolescence challenges. • Seeking industry participation up-front in an advisory capacity. • A forum to influence and support parts management reengineering and to promote effective parts management and standardization. 3/16/2018

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Challenge Opportunity to Participate in Your Elite Group Contact Us Here or by e. Challenge Opportunity to Participate in Your Elite Group Contact Us Here or by e. Mail: (removed) 3/16/2018

Questions 3/16/2018 Questions 3/16/2018

Thank You! 3/16/2018 Thank You! 3/16/2018

Policy Letter OFPP 91 -3 Back - #19 Back - #21 TO THE HEADS Policy Letter OFPP 91 -3 Back - #19 Back - #21 TO THE HEADS OF EXECUTIVE AGENCIES AND ESTABLISHMENTS SUBJECT: Reporting Nonconforming Products Purpose. This Policy Letter establishes policies and procedures for using a Government-wide system for exchanging information among agencies about nonconforming products and materials. The use of a central system will enhance communications help eliminate instances where individual agencies or their contractors acquire products and materials previously identified as nonconforming by other agencies. among agencies. Specifically, it will Definition. For purposes of this Policy Letter, a nonconforming product, process or material (nonconforming product) is a product that does not meet manufacturing specifications, design, composition or other contract requirements. Policy. Agencies shall review existing programs or, where necessary, establish new programs to assure the quality of purchased products and materials. Information shall be exchanged among agencies about nonconforming products. The existing Government/Industry Data Exchange Program (GIDEP) operated by the Department of Defense will serve as the central data base for receiving and disseminating 3/16/2018 information about such products.